Music Trade Review
Issue: 1912 Vol. 55 N. 19 - Page 3
Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
REVIEW
THE
V O L . L V . N o . 19.
Published Every Saturday by Edward Lyman Bill at 373 Fourth Ave., New York, Nov. 9,1912
SINGL E
, ..OS°PER S V£°AR CENTS -
Value Must
T
•
HE achievement that does not give more than it takes h not real—and cannot be lasting.
principle applies to all kinds and conditions of men.
This
When a man is climbing up the business ladder he is giving quite as much and even more
than he takes. Men who build great industries may become rich, but are they not, through their
energy and ability, adding to the material things of the country, and they are not giving more in benefits
to the world—to humanity—than they are receiving.
Success in business means that a man has given something which attracts the people; in other
words, he has given value, which, of course, means the same commercially. It also means that there
must have been good management back of the enterprise to have created this value. It is absolutely true
that if a man does not give value his position, although considered successful, can only be temporarily
maintained.
Flamboyancy and red-fire exploitation will not long bolster up a business, an individual or an en-
terprise unless they have merit to support them. The man who succeeds permanently must serve and
serve faithfully.
This is an old principle, and it is just as true to-day as it was years ago. Just as soon as value is not
delivered, whether in business or in Governmental work or in despotic political rule, down comes the indi-
vidual or party.
. .
Men have gained high positions and have ensanguined the pages of history to accomplish leader-
ship, and they have in most cases exploited the theory that they were fighting the battles of the people.
The people believed it, else they would not have sacrificed their lives for such a cause, but just as soonas
the people found that the rulers were really enslaving them, in many instances off came the heads of the
rulers.
In other words, the leaders failed to deliver value, and that gets me back to my first statement, that no
matter what the achievement the man must give something or his success is not real and cannot be lasting.
Some of my readers may disagree with me, but I affirm that all positions of wealth, power or fame
are based actually or theoretically upon service to others. He who succeeds must serve. It does not mat-
ter whether the service be in an exalted financial or political or industrial sense, or service which covers the
humble walks of life.
If a salesman does not deliver value, or, in trade parlance, results, his position will not be long main-
tained; in brief, he must serve, the achievement must be there in the way of sales, else success is lacking.
The merchant cannot long fool the people by supplying unsatisfactory products at inconsistent
prices. His trade will forsake him and he will be stranded on the shoals of disaster. He has failed to
serve, he was taking more than he was giving in return, that is all.
If the manufacturer does not continue to supply reliable products at standard prices his trade will
leave him and will go to men who exhibit more progressiveness in solving trade problems of our time.
No matter which way we may look and no matter what vocation we may analyze, we will find the
same conditions existing. The people are learning, and having learned an expensive lesson they do not
wish to repeat it, they had rather try some other plan. They refuse to be fooled all the time.
This is no new principle; it is as old as the hills, and it is one which must be a part of every successful
business man's creed. Lincoln had a homely but expressive way of presenting it when he said: "You
may fool some of the people all of the time, you may fool all of the people some of the time, but you can't
fool all of the people all of the time."
REVIEW
THE
V O L . L V . N o . 19.
Published Every Saturday by Edward Lyman Bill at 373 Fourth Ave., New York, Nov. 9,1912
SINGL E
, ..OS°PER S V£°AR CENTS -
Value Must
T
•
HE achievement that does not give more than it takes h not real—and cannot be lasting.
principle applies to all kinds and conditions of men.
This
When a man is climbing up the business ladder he is giving quite as much and even more
than he takes. Men who build great industries may become rich, but are they not, through their
energy and ability, adding to the material things of the country, and they are not giving more in benefits
to the world—to humanity—than they are receiving.
Success in business means that a man has given something which attracts the people; in other
words, he has given value, which, of course, means the same commercially. It also means that there
must have been good management back of the enterprise to have created this value. It is absolutely true
that if a man does not give value his position, although considered successful, can only be temporarily
maintained.
Flamboyancy and red-fire exploitation will not long bolster up a business, an individual or an en-
terprise unless they have merit to support them. The man who succeeds permanently must serve and
serve faithfully.
This is an old principle, and it is just as true to-day as it was years ago. Just as soon as value is not
delivered, whether in business or in Governmental work or in despotic political rule, down comes the indi-
vidual or party.
. .
Men have gained high positions and have ensanguined the pages of history to accomplish leader-
ship, and they have in most cases exploited the theory that they were fighting the battles of the people.
The people believed it, else they would not have sacrificed their lives for such a cause, but just as soonas
the people found that the rulers were really enslaving them, in many instances off came the heads of the
rulers.
In other words, the leaders failed to deliver value, and that gets me back to my first statement, that no
matter what the achievement the man must give something or his success is not real and cannot be lasting.
Some of my readers may disagree with me, but I affirm that all positions of wealth, power or fame
are based actually or theoretically upon service to others. He who succeeds must serve. It does not mat-
ter whether the service be in an exalted financial or political or industrial sense, or service which covers the
humble walks of life.
If a salesman does not deliver value, or, in trade parlance, results, his position will not be long main-
tained; in brief, he must serve, the achievement must be there in the way of sales, else success is lacking.
The merchant cannot long fool the people by supplying unsatisfactory products at inconsistent
prices. His trade will forsake him and he will be stranded on the shoals of disaster. He has failed to
serve, he was taking more than he was giving in return, that is all.
If the manufacturer does not continue to supply reliable products at standard prices his trade will
leave him and will go to men who exhibit more progressiveness in solving trade problems of our time.
No matter which way we may look and no matter what vocation we may analyze, we will find the
same conditions existing. The people are learning, and having learned an expensive lesson they do not
wish to repeat it, they had rather try some other plan. They refuse to be fooled all the time.
This is no new principle; it is as old as the hills, and it is one which must be a part of every successful
business man's creed. Lincoln had a homely but expressive way of presenting it when he said: "You
may fool some of the people all of the time, you may fool all of the people some of the time, but you can't
fool all of the people all of the time."
Future scanning projects are planned by the International Arcade Museum Library (IAML).